Knowledge-sharing activities within a website or other knowledge management solutions may cause concerns and even resistance from employees involved.
The question is, how can we overcome these concerns among users and encourage knowledge sharing? In this article, I will present a collection of suggestions from ROM consultants that may help us provide answers to this question. (These suggestions also arose as part of a knowledge-sharing and brainstorming process conducted in the company)
Creating a Leading Team
Creating a "leading team" composed of several employees who serve as user representatives to knowledge management solution managers. Teamwork is a trust-building step between knowledge management solution managers and users.
Additionally, team members can serve as "ambassadors" in the future to ensure the use of the solution among users.
When we work with this team, it is recommended that we act according to the following emphases:
Create regular team meetings - Regular meetings will increase cohesion among team members and create meaningful and continuous activity.
It is recommended that team members be involved not only in execution but also in planning and decision-making. This will cause team members to feel more committed to the processes. As part of this team activity, the question of how to get more employees to share knowledge can be raised for discussion.
Regularly update team members on what's happening during team meetings and through ongoing emails.
It's essential to present to the team the added value of using the knowledge management solution by showcasing the advantages and useful tools found in the solution.
You can also engage team members in creating new and attractive projects (everyone wants to be part of a success).
Work to increase the prestige of team membership.
Personal Example from Management
The "tailwind" of management in implementing a knowledge-sharing process is invaluable. Therefore, as part of the "tailwind," management members can be offered the opportunity to use the knowledge management solution as a knowledge-sharing channel. In this way, management members set a personal example; employees see that knowledge contribution is not a bad thing that could harm them but a legitimate and desirable way to share knowledge. As a result, this will encourage employees to use this solution.
Recognizing Prominent Users Who Share Knowledge
Another aspect, no less important, is to recognize the contribution of knowledge sharers on the site. Publicizing their contribution will serve as an example for other users to share. As an additional value, it will raise the status of active knowledge sharers in the organization, encouraging them to continue contributing to the knowledge management solution.
In what ways can we recognize the activity of knowledge sharers?
Ensuring a "credit platform" within the organization's knowledge management solution by mentioning the contributor's name in a prominent place (if possible, along with a photo and additional details about the employee).
Convening the most prominent sharers to honor them, where it is recommended to give them a symbolic gift for their contribution at that event.
Monthly publicity of the names of prominent contributors that month through a newsletter.
In conclusion, using these methods will help increase knowledge sharing among users. The keywords for success are - publicizing the activities of active knowledge sharers, using the leading team as "ambassadors" for implementation, and setting a personal example. Additional tools can also be used to encourage sharing and adapt to the organizational culture. It is also recommended that the situation be analyzed after several months of activity to examine what might help continue to promote the level of sharing, considering the nature of the organization and its existing organizational culture.
Good luck!
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